A self‐regulation account of the job performance–job satisfaction relationship

Heidemeier, Heike; Moser, Klaus

doi:10.1002/ejsp.2573

Cited by 5 publications

(4 citation statements)

References 86 publications

(198 reference statements)

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“…Although these are important components of job performance and job satisfaction, the relationship between more complex job variables can differ. Therefore, our study's results must be interpreted cautiously as evidence of causality among "task variables" that might explain causality among the "job variables" examined in dozens of cross-sectional (e. g. Heidemeier & Moser, 2019). and longitudinal studies (e. g., Eberegbe & Giovanis, 2020).…”

Section: Strengths and Limitationsmentioning

confidence: 88%

Causality of the satisfaction–performance relationship: A task experiment

Vaculík¹,

Procházka²,

Svitavska³

et al. 2023

Eur. J. Psychol.

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Despite the common belief among practitioners that a happy worker is a productive worker, researchers have been struggling to understand the causality between satisfaction and performance for decades. This study attempts to bring clarity to current understanding through an experiment with repeated measures of satisfaction and performance. A total of 143 participants repeatedly performed a task based on the Stroop test, with their objective performance and task satisfaction measured each time. Two different types of feedback (high/low performance) were randomly assigned to participants in order to manipulate perceived performance. The data were analyzed using a path analysis. The results support the hypothesized influence of task satisfaction on task performance and of perceived task performance on task satisfaction.

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Section: Strengths and Limitationsmentioning

confidence: 88%

Causality of the satisfaction–performance relationship: A task experiment

Vaculík¹,

Procházka²,

Svitavska³

et al. 2023

Eur. J. Psychol.

View full text Add to dashboard Cite

show abstract

“…Job satisfaction is a topic that generates significant interest for both employees and company managers (Robertson, Gockel & Brauner, 2013). In this sense, the literature has indicated a positive relationship between job satisfaction and job performance (Han, Song & Whang, 2021;Heidemeier & Moser, 2019;Kessler, Lucianetti, Pindek, Zhu & Spector, 2020). Job satisfaction, defined as the "pleasurable or positive emotional state resulting from the appraisal of one's job or job experience" (Locke, 1976(Locke, , p. 1300, is a multidimensional construct due to the different professions' very nature (García Torres, 2019).…”

Section: Employee Satisfaction With Job Resources and Job Involvementmentioning

confidence: 99%

Job involvement and valuation of job resources: The mediating effect of satisfaction with job resources

Gil

Cegarra‐Navarro²,

Tobias³

et al. 2023

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Purpose: This paper has two objectives: the first, to analyse the relationship between job involvement and valuation of job resources; the second, to analyse the mediating effect of satisfaction with job resources on the relationship between job involvement and employees’ valuation of job resources.Design/methodology/approach: The survey was used as a research methodology. The participants correspond to a sample of 225 employees in Spain.Findings: The hypotheses are positively contrasted. Job involvement is positively related to valuation of job resources, and satisfaction with job resources mediates the relationship between job involvement and valuation of job resources. The results of this work indicate that the most involved employees give greater importance to job resources.Originality/value: This paper evidences the relationship between job involvement and the importance that employees attribute to job resources. Therefore, this research advances the job demands-resources model, as it suggests that employees’ high involvement in their job leads to greater involvement of resources, which is related to employees’ psychological contract.

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“…The ability to manage these emotions allows employees to work in the desired atmosphere that enables them to consistently produce outstanding work results. When actual performance does not meet a self-set standard, such as individual expectations, selfregulation requires action to bring oneself in line with the self-set standard (Heidemeier & Moser, 2019).…”

Section: Emotional Intelligencementioning

confidence: 99%

Unraveling the Link between Emotional Intelligence and Work Performance: Public Sector Evidence

Yusoff,

Zulkafli,

Jahya

et al. 2023

IJARBSS

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Organizational performance is determined by the performance of its employees. The organization cannot achieve success if employees are unable to perform well. While organizations may provide various kinds of work-related support to assist employees in performing their duties effectively, the employees themselves ultimately control their performance. This is where emotional intelligence comes into play. A substantial body of literature in this domain has primarily focused on the private sector to explore the correlation between emotional intelligence and employee work performance, raising inquiries about the extent of evidence available for the public sector context. To study the relationship between the mentioned variables, a cross-sectional online survey design was employed. The study was conducted among employees in a selected government agency. Using convenience sampling method, an online survey link was distributed through social media platform, and 136 usable responses were collected. Through Pearson Correlation Analysis and Multiple Regression Analysis, all research objectives were achieved, and four hypotheses were accepted indicating a positive and significant relationship between emotional intelligence constructs and work performance. Among the four constructs of Goleman's emotional intelligence -selfregulations, self-awareness, self-motivation and social skills -self-motivation was found to be the strongest predictor (β=0.269; p = 0.004) of employees' work performance. Additional studies are required to assess the generalizability of these findings to different work settings and sectors, as well as to pinpoint effective approaches for fostering improved emotional intelligence management among employees, particularly within the public sector. Considering the vital role of government servants in providing the best services for citizens, these research findings could help the government understand the importance of ensuring that employees are skilled in managing their emotion while performing their works.

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A self‐regulation account of the job performance–job satisfaction relationship

Cited by 5 publications

References 86 publications

Causality of the satisfaction–performance relationship: A task experiment

Causality of the satisfaction–performance relationship: A task experiment

Job involvement and valuation of job resources: The mediating effect of satisfaction with job resources

Unraveling the Link between Emotional Intelligence and Work Performance: Public Sector Evidence

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